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Continuous Quality Improvement Purchasing Justification Process - PowerPoint PPT Presentation


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Six Sigma [Green Belt Project]. Continuous Quality Improvement Purchasing Justification Process. EMT-P Jason Ausman FTO Jim Bonham LT. Michael Hamel EMT Robert Hofstetter EMT-P Angela Holbrook. Team: . Sponsor:. Chief Chris Hansen. Facilitators:. DC Kim Dickerson Capt. Art Garcia.

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six sigma green belt project

Six Sigma[Green BeltProject]

Continuous Quality Improvement

Purchasing Justification Process

EMT-P Jason Ausman

FTO Jim Bonham

LT. Michael Hamel

EMT Robert Hofstetter

EMT-P Angela Holbrook

Team:

Sponsor:

Chief Chris Hansen

Facilitators:

DC Kim Dickerson

Capt. Art Garcia

problem statement
Problem Statement

The current CQI process is inconsistent with new product evaluation, justification, implementation, and validation.

business case
Business Case
  • Develop a process that involves research justification of a demonstrated need for new equipment. The process will include timely training as well as periodic evaluation and validation.
  • Alignment to Business Strategy
    • BoCC FY 2007 Goals
business case1
Business Case

Goal 2

Make Lee County Government the benchmark county in Florida for innovation and excellence in customer service and technological operations.

Objective 1 – Continue assessment of organizational practices through continuous improvement techniques.

business case2
Business Case

Goal 4

Answer: “What is the business of Lee County Government?” by identifying and defining, periodically evaluating, and maintaining, core levels of services that can be shared and understood by the public.

Objective 2 – Early on in the annual budget development process, identify – through a fact based analysis – a target percentage for operational increases for the coming fiscal year that will be communicated, as a goal, to county departments an Constitutional Officers.

Objective 6 – Continue fiscal solvency by monitoring, evaluating and maintaining core services. Assure a full and complete evaluation of any changes in levels of core services, including budgetary impacts.

define phase
Define Phase
  • Previous ExpendituresCCEMT-P course
    • $30,000 budgeted
    • Actual expense closer to $300,000
    • 11/05    5 Students CCEMT-P

Pittsburg, PA                                     $18,830.20

    • 1/06     5 Students CCEMT-P

Augusta, GA        $15,320.75

    • 4/06      2 Students CCEMT-P

Augusta, GA         $  7122.48

    •                    Total                $41,273.43
define phase1
Define Phase
  • Previous Expenditures
    • Narcotic Bags- 8/2005
    • 50 Narc.Personal/Safe Boxes

(Koons Locksmiths) @ $11.95 ea    $597.50  

    • No provision for cost to continue program
    • No implementation evaluation/validation
define phase2
Define Phase
  • Previous Expenditures
    • Ambulance Cameras
    • 40 Kodak Easy Share C310
    • Digital Zoom Camera $87.00 Each     $3,480.00
    • 40 Kingston Flash Memory

Card-128MB-SD       $14.50 Each           580.00

                                  Total                 $4,060.00

    • No provision for cost to continue program
    • No implementation evaluation /validation
preliminary goal
Preliminary Goal

To develop a process that results in enhanced patient care, demonstrates fiscal need and provides for long term sustainability.

Result = risk avoidance

the project scope
The Project Scope
  • Request made to purchase the Auto Pulse
      • Do we really need it?
      • How will it make a difference?
      • Is it financially achievable and sustainable?
      • Periodic evaluation and validation.
previous expenditures
Previous Expenditures
  • Cameras:
    • Mandate – No
    • Patient care/employee driven – Trauma Services request
    • Immediate implementation required – No
    • Evidence based – questionable
    • Non-evidence based – Trauma Services opinion
    • Refer to CQI committee – no
    • Financial resources available – non-budgeted item
    • Other financial resources – July spending
    • Recurring resources accounted for - no
    • Training/Educational resources – minimal
    • Can we get what we need in a timely manner – yes
    • Acceptable overall risk - yes
    • Purchase - yes
previous expenditures1
Previous Expenditures
  • Narcotic Bags:
    • Mandate – No
    • Patient care/employee driven – Pine Island and Alva deployment
    • Immediate implementation required – Yes
    • Evidence based – questionable
    • Non-evidence based – Opinion generated
    • Refer to CQI committee – no
    • Financial resources available – non-budgeted item
    • Other financial resources – July spending
    • Recurring resources accounted for - no
    • Training/Educational resources – minimal (non-budgeted)
    • Can we get what we need in a timely manner – yes
    • Acceptable overall risk – yes (questionable at this time)
    • Purchase - yes
previous expenditures2
Previous Expenditures
  • CCEMT-P course:
    • Mandate – No
    • Patient care/employee driven – Pediatric Services request (LMH)
    • Immediate implementation required – No
    • Evidence based – questionable
    • Non-evidence based – Pediatric Services opinion
    • Refer to CQI committee – no
    • Financial resources available – $30,000.00 budgeted
    • Other financial resources – none
    • Recurring resources accounted for - no
    • Training/Educational resources – not accounted for
    • Can we get what we need in a timely manner – yes
    • Acceptable overall risk - yes
    • Purchase - yes
measure phase
Measure Phase

Auto Pulse

  • $15,000 per unit
  • $750,000 for 50 ambulances
  • $125 per chest strap
  • $7 bio-shield
  • 526 cardiac arrests in 2006
  • $69,432 disposable cost
conclusion
Conclusion
  • Define Project Implementation: March 1, 2007
  • Measure Project Completion after 25 Cardiac Arrests
  • Analyze Analyze data collected against current process of manual CPR during the same time frame
  • Improve Determine justified need for purchase
  • Control Project referred to Continuous Quality Assurance/ Improvement Committee

Design By: FTO Dominick C. Watts, NREMT-P, FP-C

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